Why A Sustainable Supply Chain?

1 May 2020

The supply chain revolution is here and companies must transform to become socially and environmentally responsible.

Brands face increased pressure from purpose-driven customers, disruptive competitors, concerned shareholders and distressed suppliers. In order to survive – be it a Fortune 500 or a high-growth e-commerce startup – companies must undergo a transformation in how they source, produce and deliver their products and services.

Supply chain sustainability is the backbone and competitive advantage of the world’s most successful companies.

Companies can no longer rely on incremental impact, legacy systems and traditional corporate responsibility. Sustainability with integrity is hard; it requires a clear vision for the future, an understanding of complex ecosystems, and the agile deployment of interconnected strategies, systems and capabilities.

GoodOps makes transformation easy by designing innovative strategies to implement custom sustainability frameworks.

We are the compass for our clients, guiding them to stay one step ahead during a time of accelerating change. We realign and digitally connect supply chain networks across brand values, embedding new ways of thinking and collaborating from the c-suite to the frontline across partners. In parallel, we explore and leverage advanced technologies to explore the best way to make the desired impact on the resources and workers in the supply chain. We empower companies to become strong stewards of our planet and people so they can feel confident sharing an authentic journey with their customers.

Companies that transform into sustainable supply chains will improve profit, streamline operations and mitigate risk.

Customers choose purpose-driven brands over competitors, the most talented employees want to work for them and investors seek their limited risk profiles. End-to-end visibility, from raw material to finished goods, drives accountability and agility, helping brands become true partners in their supply network. Savings and valuable growth opportunities are realized across the extended value chain. And higher quality, socially responsible products differentiate their offering and justify premium pricing.

The key to success is properly prioritizing, organizing and resourcing complex sustainability initiatives.

All companies know they must implement social and environmental initiatives, but many times, this requires sourcing from new suppliers, adopting alternative materials and restructuring supplier contracts; the hard part is knowing where to start and how to execute. In every engagement, we design custom, multi-disciplinary teams augmented by networks of global experts with the necessary experience, skills and pragmatism to ensure results. Applying universal principles, market specific nuance and an agile approach, we scale what works.

We believe transforming supply chains is the fastest way to positively impact the world.

The 17 UN Sustainable Development Goals is a powerful blueprint for brands. Goal #5: Gender Equality, #8: Decent Work and Economic Growth, #10: Reduced Inequalities, #12: Responsible Consumption and Production, #14: Life Below Water, #15: Life on Land and #17: Partnerships for the Goals are just some of the goals brands can begin to focus on today. By simplifying complex sustainability initiatives, GoodOps helps companies achieve the impact they want to have in the world in a meaningful way.

View our services to see how GoodOps helps brands and startups build a competitive advantage through supply chain sustainability. Or send us an email at info@goodops.co to get started today.

United Nations SDGs

8 August 2019

The United Nations Sustainable Development Goals (SDGs) are an interconnected set of 17 goals and 169 targets that industry leaders are using to drive sustainability efforts. The SDGs seek to protect the planet and improve the lives of every human by 2030. They are a detailed and easy to adopt framework that companies such as Unilever, TOMs and GlaxoSmithKline use to achieve their own strategic priorities while simultaneously addressing more stringent regulations, global pacts and consumer activism. These companies are seeing higher returns on investment, faster brand growth and long-term shareholder value. And the wider economic benefit is potentially massive, as the Business & Sustainable Development Commission projects that embracing the SDGs could generate US $12 trillion of new business value a year – equivalent to 10% of the global GDP forecast by 2030.

Developing a holistic supply chain sustainability strategy using the United Nations SDGs will inspire, attract and retain the customer and employee of the future. Sustainability is no longer a niche business consideration. Studies show that people increasingly expect companies to address social and environmental issues in a meaningful, measurable and transparent way. In a world where people are purchasing goods and making career choices based on this expectation, companies must properly address the impact of their daily operations. This requires moving beyond siloed corporate social responsibility departments and ad hoc social marketing programs. The SDGs are one of the most effective and comprehensive frameworks that can help companies meet rising expectations while improving business performance.

The 17 SDGs are:

  1. No Poverty
  2. Zero Hunger
  3. Good Health and Well-Being
  4. Quality Education
  5. Gender Inequality
  6. Clean Water and Sanitation
  7. Affordable and Clean Energy
  8. Decent Work and Economic Growth
  9. Industry, Innovation and Infrastructure
  10. Reduced Inequalities
  11. Sustainable Cities and Communities
  12. Responsible Consumption and Production
  13. Climate Action
  14. Life Below Water
  15. Life On Land
  16. Peace, Justice and Strong Institutions
  17. Partnerships for The Goals

Companies that wish to lead in the future should take immediate and strategic action to integrate the SDGs across their supply chain networks. By proactively implementing the SDGs across the supply chain – from how they source raw materials to how they deliver finished products to customers – companies can spark customer loyalty, improve productivity, mitigate risk and drive business growth. Most importantly, they can establish a competitive advantage before sustainability becomes a common and core part of every business.

View our services to see how GoodOps can help you build a sustainable competitive advantage by aligning your supply chain network with the UN SDGs. Or send us an email at info@goodops.co to get started today.

Operating Models

18 January 2019

Companies must transform their operating models to manage the supply chain networks of the future. Leading brands and supply chain providers have optimized linear, rigid and lean operating models with top-down, siloed decision making. However, companies must now compete in a digitally connected, omnichannel landscape where speed and flexibility are critical to success. For many companies, what used to be their competitive advantage is now one of their biggest constraints.

An operating model is the link between corporate strategy and execution. All too often, companies declare bold visions and hire functional leaders, but fail to differentiate their capabilities, strategically organize resources or establish an operational blueprint. Well defined operating models ensure value delivery, plus the ability to effectively counter disruptive competitors, capitalize on growth opportunities and mitigate risk.

Companies must transform their operating models based on the unique realities of their industry, strategy and extended supply network. To do this right, they must keep 7 key areas and questions in mind:

  1. People – What experience and skills do you need across roles and levels to thrive in a digital world? How do you ensure diversity, flexibility, growth and cultural fit?
  2. Process – How do you best realign processes to support core strategic priorities? How do you optimize information flows in a fast-moving, agile organization?
  3. Technology – When do you use cloud-based apps vs. proprietary, purpose-built apps for competitive advantage? How do you balance immediate ROI vs. long-term advantage?
  4. Data – How do you standardize and automate collection of critical data across your network? What tools and dashboards will make that data accessible and actionable?
  5. Governance – How do you ensure decisions are aligned with your strategy? How do you redefine decision making rights and processes to be data and analytics driven?
  6. Culture – What are the principles and values that guide your thoughts and behaviors? How do you inspire and motivate people to stay focused, committed and accountable?
  7. Structure – How do you redesign roles and responsibilities to deploy integrated squads focused on customer journeys? How do you manage across functions and locations?

Successful transformation of supply chain operating models requires an integrated approach. As companies seek to transform their operating model, it’s critical that they think holistically. Fixing one area without addressing the others rarely leads to differentiated or lasting change. Process improvements may realize incremental cost and time savings, but without an associated shift in technology tools and systems that makes data more actionable, or new team and decision making structures, the overall transformation will fail.

View our services to see how GoodOps can help you strategically transform your operating model and lead in a digitally connected, fast moving and complex world. Or send us an email at info@goodops.co to get started today.

Advanced Technologies

18 January 2019

Supply chain networks are radically transforming due to the increased application of advanced technologies. In a rapidly changing business terrain, many companies still struggle to properly apply foundational technologies such as mobile, cloud and analytics. Meanwhile, industry leaders are building a competitive advantage by strategically exploring, deploying and scaling the operating tools and platforms of the future.

Companies can no longer wait to adopt proven innovations. Increasingly demanding customers and an interconnected set of exponential technologies are colliding to accelerate the pace, scope and expectations of supply chain transformation. Those who fail to proactively innovate their supply chain using advanced technologies will quickly be displaced and find it very difficult to recover.

Advanced technologies will augment decision making, streamline operations and automate processes across entire supply networks. All companies must digitize and connect their supply chain to improve fulfillment, drive efficiency and become more flexible. However, the current wave of advanced technologies will require and unlock entirely new operating models. Below is a core list of 7 advanced technologies that companies must master:

  1. Artificial Intelligence – With AI, companies can analyze massive data sets to identify patterns or anomalies, automate processes or operational areas, take predictive actions, generate actionable insights and rapidly evolve solutions based on real-time, network wide information. This will unlock human creativity and transform decision making.
  2. Augmented & Virtual Reality – With AR & VR, companies can enhance a wide range of activities such as warehouse picking and packing, delivery loading and unloading, employee training and warehouse/container layouts. More engaging, immersive  experiences will drive higher acquisition and retention of customers and employees.
  3. Blockchain – With blockchain, companies will realize unprecedented visibility and trust, especially in complex global supply chains. This will reduce information and financial friction, optimize inventory levels and improve product quality. Pairing a shared database with smart contracts will drive widespread activity automation across supply networks.
  4. Internet of Things (IoT) – With IoT, companies will have real-time tracking to the pallet, case or package level, and an explosion of data from devices and sensors across machines, vehicles and infrastructure. Savvy companies will maximize asset utilization, transform operating models, better understand customers and enhance service levels.
  5. Autonomous Vehicles – With AVs, companies will realize hyper-efficient and dynamic inbound/last-mile transportation plus warehousing and large-scale yard/lot operations. They will enhance sustainability, avoid accidents and optimize time-in-transit. Reducing or eliminating the drive role will also radically reduce operating costs.
  6. Drones – With drones, companies will perform automated inventory counts on a more regular and cost-effective basis, better track assets in the yard, and open new delivery options for hard to reach or congested locations such as cargo ships and rural communities. As weight limits rise to a metric ton or more, drones will reshape logistics.
  7. Robots – With robots, companies will reduce labor costs, task time and error rates for routine activities. Advanced companies will automate entire warehouses and pair them with artificial intelligence to unlock mass customization. This will radically alter the labor force, including more roles for women and a focus on technology skills development.

Companies that wish to lead in the future must take immediate action and strategically explore deployment of advanced technologies. First, they should analyze their industry and extended supply chain to identify the most relevant and disruptive technologies. Next, they should collaborate with their partners and customers to create an integrated technology development roadmap for the entire supply network. With a clear understanding of what they need to accomplish, they can then build the necessary capabilities and teams to ensure success.

View our services to see how GoodOps can help you build a competitive advantage by integrating advanced technologies across your supply chain network. Or send us an email at info@goodops.co to get started today.

Case Study

18 January 2019

Leading the autonomous trucks market analysis, strategy development and pilot tests for a global distribution company.

CHALLENGE

One of the largest distribution companies in the world needed to understand how they can leverage the coming wave of autonomous trucks and build a competitive advantage.

SOLUTION

  • Partnered with the CEO, COO and Head of Innovation to develop their framework for adoption of autonomous trucks, including market analysis, strategy development, solution design and pilot testing.
  • Analyzed industry and customer ecosystems to generate a custom white paper. Content included high-potential applications, adoption timelines, relevant case studies, future KPIs, potential partners, competitive threats and market specific considerations across their global supply network.
  • Curated a week long experience for our client and their customer at an industry leading conference, including a featured speaking slot. Also brokered high-end meetings, collaborative working sessions and an intimate high-end dinner that secured strategic relationships with technology providers, elected officials, government agencies, industry associations and venture capitalists.
  • Designed and managed a Level 4 “driverless” autonomous trucks pilot test with a leading technology provider, including partner selection, agreement negotiation, test plan design and pilot management.
  • Brokered a Level 1 Driver Assistive Truck Platooning (DATP) test with a leading technology provider, including partner selection, route selection and test plan design.
  • Generated custom technology and deployment reports that guided the autonomous trucks strategy for our client as well as their customers, which include some of the largest brands in the world.

IMPACT

Client has positioned themselves as a trusted innovation partner for their customers, leading integration of autonomous trucks across the connected, smart and automated supply chain networks of the future.  

View our services to see how GoodOps can help you build a competitive advantage by harnessing disruptive innovations such as autonomous trucks. Or send us an email at info@goodops.co to get started today.

Supply Chain Sustainability

12 July 2018

Supply chain sustainability is an essential component of all business today and every company must consider their environmental and social impact a top priority. The key drivers pushing this momentum forward include risk mitigation, compliance requirements and consumer activism, all of which will continue to increase due to accelerated globalization and technology. Companies that authentically and transparently incorporate sustainability throughout their supply networks will spark customer loyalty and drive business growth while also improving employee productivity, reducing costs and mitigating risk.

Companies must holistically embed sustainability across their entire supply network. After many high-profile examples of damaged brand reputation and profits due to poor working conditions, resource exploitation and corrupt management, companies have woken up to the responsibility expected of them. In a world where people are purchasing goods and making career choices based on this expectation, companies can no longer rely on siloed corporate social responsibility departments or ad hoc social marketing programs; they must embed sustainability across their extended supply chain to set a strong foundation for success.

Existing frameworks deployed by industry leaders can help companies more easily design and deploy their own supply chain sustainability strategy. In the past, companies had to start from scratch when creating their approach to supply chain sustainability, with little insight into industry best-practices and benchmarks. However, leading brands, global institutions and industry associations have made critical early strides in establishing actionable frameworks, such as The United Nations Sustainable Development Goals (SDGs), The Paris Agreement, the Sustainable Apparel Coalition (SAC), the Carbon Disclosure Project (CDP), and The Ceres Roadmap for Sustainability. The common thread across the most effective frameworks is an integrated consideration of environmental, social and governance (ESG) practices.

The key to success is defining an approach to environmental, social and governance practices across the supply network that also drives competitive advantage. From how they sourcing raw materials to how they delivering finished products to customers, companies can reduce costs through a focus on practices such as waste reduction and more efficient usage of energy and water. Smart companies leverage those activities to differentiate their offering and create a uniquely compelling brand experience for customers and employees. Establishing interconnected governance practices, such as sustainability targets tied to performance management and pay for executive leadership, ensures accountability and progress.

Companies that wish to lead in the future must take immediate and strategic action on supply chain sustainability. Doing good isn’t just about feeling good; organizations rating highly in their approach to environmental, social and governance practices outperform the market in medium and long range terms. With rising proof around the business case for sustainability, the time to act is now. Early movers will establish a competitive advantage before sustainability becomes a common and core part of every business.

View our services to see how GoodOps can help you integrate supply chain sustainability and build a competitive advantage. Or send us an email at info@goodops.co to get started today.

Case Study

7 July 2018

Launching a successful private label line for a leading Silicon Valley marketplace.

CHALLENGE

A Silicon Valley startup that was the leading content and commerce boutique shopping marketplace needed to solidify existing operations and better manage their purchasing vs. drop ship, all while expanding to launch their first ever private label line.

SOLUTION

  • For existing operations, attended all industry trade shows, negotiated better pricing and payment terms with vendors, and educated them on our ecommerce packaging and delivery needs.
  • Implemented a strategic decision making process for which “hot” items should be secured into inventory where supply was volatile at the vendor level.
  • For launch of the private label line, designed both products and sourced a new supplier in China that could create initial prototypes as well as handle all replenishment needs and additional product lines.
  • Due to limited startup funding, smartly kept costs down by managing the global process remotely and leveraging the resources of external partners.

IMPACT

Secured volume savings on basic items and ensured sufficient inventory for trending products. The private label items quickly became the number one and number two bestsellers on the website, surpassing the premiere branded items with lower prices and better margins.

View our services to see how GoodOps can help you build a competitive advantage through operating model transformation and new product innovation. Or send us an email at info@goodops.co to get started today.

Case Study

6 July 2018

Designing and launching imports management for the ecommerce supply chain of one of the world’s largest retailers.

CHALLENGE

One of the world’s largest retailers needed to establish design, oversight and management of global imports for their ecommerce supply chain.

SOLUTION

  • First ever to manage global ecommerce imports operations, overseeing more than $65M+ in shipments.
  • Deeply analyzed existing processes and expanded opportunities for sourcing and purchasing.
  • Critical improvements were obtained through innovative collaboration with the Direct Imports team at HQ, and onsite trips to Hong Kong with the buying team to educate suppliers at trade shows on ecommerce shipping and packaging.
  • Led strategy for process and compliance, including factory conditions and housing for workers.
  • Met with logistics partners at the Port of Shenzhen, China (the world’s third largest container port) to expand communications and information sharing.
  • Partnered with buying, planning and logistics teams across brick-and-mortar and ecommerce divisions, obtaining data and creating new essential visibility tools that were used to track inbound orders and open-to-buy commitments.
  • Designed training programs and tools for all departments and vendors, launched integrated systems to reduce risk, and created a global dashboard to manage KPIs.

IMPACT

Designed, managed and improved the ecommerce supply chain and operations for the world’s largest company. Developed innovative strategies that opened new modes of doing global business.

View our services to see how GoodOps can help you build a competitive advantage by designing, deploying and scaling ecommerce operations. Or send us an email at info@goodops.co to get started today.

Case Study

5 July 2018

Leading the peak season, holiday ecommerce operations inbound supply chain management for one of the world’s largest retailers.

CHALLENGE

One of the world’s largest retailers needed exceptional management and oversight of inbound supply chain management to avoid shipping delays, increase efficiencies and reduce risks in their holiday ecommerce operations.

SOLUTION

  • Oversaw a team of 17 direct reports 6 months prior to holiday season to ensure all necessary processes, reports and training were implemented.
  • Once the critical plan and strategy was in place, the team began operating at an accelerated rate in October, working daily to manage all international and domestic shipments and ensure goods were on track to deliver in time.
  • By November, designed and led the first ever 7 days a week, cross-functional, in person “swat” team meeting that included the entire C-suite, monitoring each aspect of the global supply chain and remedying any errors along the way for fast resolution.
  • Created and managed a separate team to handle all critical ‘tickets’ issued by 9am each day where a strategy for resolution was expected by noon the same day.
  • Tracked and escalated any unresolved challenges to address at the following day’s meeting until closed.

IMPACT

Millions of dollars of lost sales were saved due to advanced visibility. Hyper-detailed and collaborative management of the inbound supply chain allowed for swift action when unforeseen issues arose. The overall result extended to better interdepartmental relationships, improved business operations and greater customer satisfaction.

View our services to see how GoodOps can help you build a competitive advantage through strategic and dynamic management of holiday ecommerce operations. Or send us an email at info@goodops.co to get started today.

Case Study

4 July 2018

Reducing landed cost by 3-5% for one of the largest regional warehouse club chains.

CHALLENGE

One of the largest operators of membership warehouse clubs in Central America and the Caribbean needed to reduce the landed cost for multiple items exported from the USA and China, shipping to 24 stores in 14 countries.

SOLUTION

  • Analyzed the extended supply chain and applied a multi-strategy approach to accurately assess each product’s landed cost profitability margin.
  • Calculated each item’s cost per cube to ensure shipping cost did not exceed 10% of cost of goods sold (COGS).
  • Researched correct tariff classification per product, by country, for current export/import duties and attributed costs appropriately.
  • Determined carrier rates and time in transit of various container and less than container load (LCL) trade routes to determine optimal allocation.
  • Products were then divided between mixed containers and LCL shipments, based on shipping cost, time in transit and sales demand.

IMPACT

Ascertained the best method of shipping goods through comprehensive analysis at the item level, reducing landed cost on average by 3-5% for every shipment.

View our services to see how GoodOps can help you build a competitive advantage through more efficient global logistics and improved earnings. Or send us an email at info@goodops.co to get started today.

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